Managing employee performance Flashcards
PERFORMANCE APPRAISAL
Evaluation process performed annually by a supervisor to help employees understand their roles, objectives, expectations and level of performance success
PERFORMANCE MANAGEMENT
Creating work environment in which people can perform to the best of their abilities
5 OBJECTIVES INVOLVING VARIOUS PLAYERS
- Top level managers: Manage system that facilitates implementation strategic priorities
- Supervisors: Create environment for optimal performance and assign projects to employees
- HR professionals: Help with promotions, bonuses
- Employees: How managers will evaluate performance, need to be told they are doing a good job as source of motivation, need to express opinion
- Legislators: Develop & apply laws to pay attention to how employee performance is managed
Purposes of PA for the Organization
Facilitate strategic plan Help attain objective Improve productivity Identify training and development needs Update competencies Give feed back Enhance work atmosphere
Purposes of PA for the Supervisor
Justify salary increases and staffing process
Identify strengths and weaknesses
Set objectives for next period
Give responsiblities
Purposes of PA for the Employee
Clarify expectations
Confirm employee’s strengths and weaknesses
Give opportunity to express
How to make PA work
Treat employees like strategic partners by
making them know about strategy, mastering business plan, emphasis importance of business plan, listen to employees, give them interesting project, make each person responsible for success, provide follow-up
Performance Management process
Define expectations
Support performance
Evaluate performance
Propose an action plan
Define expectations
Clear expectations Can use job description as reference to find what is needed Avoid deficiency and contamination SMART Set performance levels
Support employee performance
Delegate
Encourage
Evaluate PA
BARS
BOS
Rating Scale
MBO (Management by Objectives)
BARS
Evaluates aptitudes on a scale of 1-5
+ : uniformity and precision
- : have to modify for every job, cost time and resources, restricted
BOS
How frequently behaviour is exhibited (never to always)
+: complete description of criteria
- : depend on the manager, always need to be observed
Rating Scales
Grid with predefined criteria (behaviour, personality, competencies)
+ : easy to fill, short, simple, can compare
- : difficult to apply to every job, subjective
MBO
Goals to be reached until the next evaluation
360 degree appraisal
+: Multiples perspectives
Lessen bias
Feedback from peers
- : Complex
conflicting opinions
Prepare for evaluation meeting
before:
review objectives
suggest self evaluation
encourage employee’s comments and opinions
during:
listen, support, agree
overall performance
respect and openness
neutral place, appropriate time, preparation in advance
Propose action plan
Has to focus on future
Be a coach
Highlights employee self-development
Assessment Bias
Halo effect Similarity effect Contrast effect Tendency to extremes bias Last impression effect Restriction of range bias
Conditions for success
Support No discrimination Employees informed Evaluators trained Evaluation supported by policy
Why programs fail
Inadequate preparation
Not clear objectives
Performance standards not clear
Subjective or vague language written appraisals
Assessment bias
Rating personality rather than performance
No follow up
